G Behavioural competence HF-D4.2-006 transversal 8 umiejętności
Taking difficult personnel decisions
Deciding on improvement tracks, transfer or termination of employment, with careful documentation and a clear explanation to the people involved.
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- Metoda oceny
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce narzędzie
- Big Fifty, Competency Check, 360 Feedback
- Kompetencje (50-ramowe)
- Decision-making ability
- Możliwość szkolenia
- medium
- Prognoza popytu na lata 2026–2030
- stable
Multiple exercises, multiple assessors, dimension-wise scoring.
Jest to kryterium selekcji, a nie krótkoterminowy cel programistyczny. Nie należy opracowywać trzy miesięcznego planu programistycznego w tym zakresie.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Raises concerns about the performance of a colleague in time and with examples to the responsible manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Takes a substantiated decision after a completed improvement track, discusses it in person and records the grounds in the file. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Decides on far reaching reorganisation and dismissal cases, weighs legal and human consequences and accounts for the choice to board and works council. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 i N4 celowo nie zostały przypisane do konkretnych punktów odniesienia. Oceniający umieszczają je pomiędzy punktami odniesienia, zgodnie z konwencją O*NET.
Podstawowe umiejętności
Umiejętności te dziedziczą ścieżkę oceny oraz punkty odniesienia behawioralne tej konstrukcji.
| T | Umiejętności | Definicja | Prognoza popytu na lata 2026–2030 |
|---|---|---|---|
| G | Building a careful personnel file Documentation for decisions | Records conversations, agreements, warnings and results so that a decision is verifiable afterwards. | stable |
| G | Holding a dismissal conversation Dismissal conversation | Communicates the decision to end employment, names the ground and discusses the next steps respectfully. | stable |
| G | Preparing a settlement agreement Settlement agreement | Prepares with legal support a proposal covering end date, compensation, leave and reference agreements. | stable |
| G | Deciding and explaining a transfer Reassignment decision | Decides to place an employee in another role or team and explains the reason to everyone involved. | stable |
| G | Imposing a disciplinary measure Disciplinary action | Chooses a fitting measure such as a warning, suspension or withholding and records the substantiation. | stable |
| G | Deciding on contract renewal Contract renewal decision | Weighs performance, headcount room and risk and decides in time whether a temporary contract is renewed. | stable |
| K | Applying the Dutch reflection principle Reflection principle | Determines during downsizing per job group and age bracket who qualifies for dismissal based on service length. | stable |
| G | Absorbing the team impact of a decision Managing team fallout | Discusses the consequences of a drastic personnel decision with the team and restores calm and workload balance. | stable |